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How about talking to the employees. How about managers having input on if arbitrary performance metrics were reflective of the value of their contributions? How
by cududa 5y ago
How about talking to the employees. How about managers having input on if arbitrary performance metrics were reflective of the value of their contributions? How about not shifting blame on a reduction in growth/ necessity to do layoffs on perf metrics? How about not asking the people you just fired to write you a “long letter” expressing their gratitude?
- 1123581321 5y agoI agree with all that. This is specifically about the style of writing, not the actions taken.
- Nullabillity 5y agoNo it isn't, the two can't be disconnected.
- 1123581321 5y agoThey certainly can. In this case, the message is coming from the top, but the message and the actions are literally disconnected every time a middle manager or team lead has to tell people about some foolishness coming from the top of the company. And when the person making the decision is also the communicator, they can still make meaningful rhetorical decisions such as whether to apologize for their inability to make a good enough decision, to compliment or threaten the existing employees, to attempt to reveal whether to make up for the actions taken in some way, and so on, in addition to less consequential decisions about tone that may affect different employees according to their communication preferences. I recommend becoming willing to evaluate how bad decisions are communicated to the degree you evaluate good ones as the former exercise aids the latter.